Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 1 Process Analysis Operations Management For Competitive Advantage C HASE A QUILANO J ACOBS ninth edition Chapter 4

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 2 Chapter 4 Process Analysis Process Analysis Process Flowcharting Types of Processes Process Performance Metrics

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 3 Process Analysis Terms Process: Is any part of an organization that takes inputs and transforms them into outputs. Cycle Time: Is the average successive time between completions of successive units. Utilization: Is the ratio of the time that a resource is actually activated relative to the time that it is available for use.

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 4 Process Flowcharting Defined Process flowcharting is the use of a diagram to present the major elements of a process. The basic elements can include tasks or operations, flows of materials or customers, decision points, and storage areas or queues. It is an ideal methodology by which to begin analyzing a process.

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 5 Flowchart Symbols Tasks or operationsExamples: Giving an admission ticket to a customer, installing a engine in a car, etc. Decision Points Examples: How much change should be given to a customer, which wrench should be used, etc.

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 6 Flowchart Symbols (Continued) Storage areas or queues Examples: Sheds, lines of people waiting for a service, etc. Flows of materials or customers Examples: Customers moving to the a seat, mechanic getting a tool, etc.

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 7 Example: Flowchart of Student Going to School Yes No Goof off Go to school today? Walk to class Drive to school

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 8 Multistage Process Stage 1Stage 2Stage 3

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 9 Multistage Process with Buffer Stage 1Stage 2 Buffer

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 10 Other Types of Processes Make-to-order –Only activated in response to an actual order. –Both work-in-process and finished goods inventory kept to a minimum. Make-to-stock –Process activated to meet expected or forecast demand. –Customer orders are served from target stocking level.

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 11 Process Performance Metrics Operation time = Setup time Run time Throughput time = Average time for a unit to move through the system Velocity = Throughput time Value-added time

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 12 Process Performance Metrics (Continued) Cycle time = Average time between completion of units Throughput rate = 1. Cycle time Efficiency = Actual output Standard Output

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 13 Process Performance Metrics (Continued) Productivity = Output Input Utilization = Time Activated Time Available

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 14 Cycle Time Example Suppose you had to produce 600 units in 80 hours to meet the demand requirements of a product. What is the cycle time to meet this demand requirement? Answer: There are 4,800 minutes (60 minutes/hour x 80 hours) in 80 hours. So the average time between completions would have to be: Cycle time = 4,800/600 units = 8 minutes.

Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 15 Process Throughput Time Reduction Perform activities in parallel. Change the sequence of activities. Reduce interruptions.